market_leader_3e_-_intermediate_-_course_book (852196), страница 5
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Well, lmy room was on theherasked to move to anotfor an hour or so, thenmyroom had no safe forroom. The 'upgraded'thereAlso,was very bad.moneY, and the lighti ngpeople next door.was a group of noisyThree 1110l1ths agoI travel led to Atl.ama, Georgia . Twopiecesof Ju ggaoeo didn', �rrl· v e .. .I reported Ihe loss't0 IleIfiaJrlllle.Theyprom ised 10 nd thebags and send Ih.em to me SomeI tweekhrIe cOll l� n'l find'� l fi YO l1Ihe bags and aS ke,Idldn l hea� fromIhem 1'01 anothermonlh, Ihen Ihey asked m�. I0 send receipts for aJJ the missinoanicles . I didn 't h ave0receipts for the lostitems .It's Ihree monthsI ater, and sl l.
l i no news.from the air. r me. Mye-mal l s and 'cUefs"get no response.The alrlme has recentlymerged with anolhe,r company and I.. ISwond er If· IhlspartIhe problem. Canof'you help?�:� � : � � :�� �� �� �bette r. I could n't takeThe new room was nofourthere was no water fora shower becau sene didn't work, the Icehours . The coffe e machiand the desk was toomachi ne was out of ordere actio n,receptionist to get somsmall. I called thebusy to do anyth·mg.but she seem ed toocanup to standa rd. WhatThis hotel simply isn'tme?you do about it for�CGtr R.entGtI Ftob lemThe rental office at the airport couldn' t give me the car Ihadreserved.
It was in the medium price runge at $250 a week.Inslead, they offered me a choice:••a smaller car, which was uncomfortable �U1d had a smalla bigger car for an extra $20 a day.trunk;I was expecting a free upgrade, but the clerk on Ihe deskrefused 10do Ihat. His attitude was 'take i l or leave it . So I hired Ihebigger car.'When Ihe company billed me, I ended up paying $490 forIhe car.16Work in groups of four. One of you is BTS's AccountManager, the other three are travel consultants who workwith the Account Manager.1Ea c h member of the group(AccountMa na ger/lrave lconsultants) reads one o f the problems above andWritingmakes notes about it.2 Each person summarises the problem for h i s / h e rcolleagues, and answers anyq u esti on s they may have.3 After each summary, the groups discuss the following:•Did the executiveineach case deal with theproblem effectively? Why? / Why not?••flighta flight to MoscOW, but thebadofeauswas diverted to Helsinki becationfusof conweather.There was a lotthealltsenHelsinki because the airl inefor the night.elhotesamthetospassengere very aggressiveSome passengers becamm.
I had to sharewhen they tried to get a roosenger. The hotela room with another pastheir r�oms.made all passengers pay forto walt SIX hoursThe next morning, we hadht to MoscoW.in a cold terminal for the fligfor our hotelThe airl ine would n't payumstances werecircexpenses. They said thek we should bethin'beyond their control'. Ienience.onvinccompensated for all theI wa s onAs the Account Manager for BTS, writean e-mail to NeoTech's Head of Travel,apologising for the inconvenience. Offersome compensation and explain whatsteps BTS has taken to make sure asimilar problem does not happen again.c::l Writing file page 127What can 8T5 do to help to solve the problem?What is the best solution for each executive? What,i f anything, should he/she hope to get from thecompany concerned?Watch the Case studycommentary on the �OVO-ROM_W21STARTING U PEIWhich of these situations would you find the most difficult to deal with?1Moving house52Losing a pet6 A new boss3Moving to another country74 Changing your jobDriving abroadGetting married (again!)8 New neighboursIlWhat has been the most significant change in your life so far?BWhich of these business situations would worry you most? Why?1You find out that your company will be merging with another company.2 You keep your job after a merger, but you are in a less powerful position.3You keep your job after a merger, but you have to take a salary cut.4 Your company has to relocate to the other side of the city.5You are asked to relocate to a foreign country.6 You are promoted, but are now in charge of a hostile workforce.7 You have to move from your own office to a large, open-plan office.8 You have to work with a completely new computer system.9 You have to decide who to make redundant in your new department after a merger.1022Your company language becomes English.UNIT 3DescribingchangeB••CHANGEWrite the verbs from the box under the correct prefix to make wordsconnected with change_ Use a good dictionary to help you_ Some of thewords can be used with more than one prefix_assesslocatedown-centralisedatedevelopgradelaunch-etgaflise-regulatesizestructuretrainde-up-reor9Qn ireDComplete these sentences with the correct form of the verbs from the boxin Exercise A_ Use a good dictionary to help you_1Following the merger, the office layout was .
r.e.q.rg " o. i.',, 4 . to accommodate thenew staff.2The most successful change in our company was the decision tocompany. Now there is more opportunity for promotion.. . . . . the3 It is now so expensive to rent offices in the city centre that many companies are. . . . . . . . . . . . their operations to purpose-built business parks at the city limits.4 The company has recently . . .
. . . . . . . . . its workforce. Reducing the number ofemployees is the best way to stay profitable in the current economic climate.STo improve efficiency, the company has introduced new working p ractices. The H Rdepartment will . . .. . all sales staff.6One of our products hasn't been selling well recently. The marketing team hasdecided to take it off the market and . . . . . . . . . . .
. it next year with new packaging.7 The IT department report recommended that the company . . . . . . . . . . . the computersystem as soon as possible.8The CEO thinks that too many decisions are made at Head Office. She wants to. . . . .
. the decision-making process so that branch managers are more involvedat an earlier stage.9The company has finalised the plans to . . . . . . . . . . . . the disused car-park site. It isgoing to become a fitness centre for employees.10 The logo and slogan are very old-fashioned. We need to .of the product and bring it into the 21st century.. . . the whole image11 There is a lot of pressure on the government from consumer groups to .
. . . . . . theindustry and remove controls, so customers can benefit from increased competition.12 Following the report by the legal department and changes in the tax laws, themanagement decided to . .. .. the situation and delay making a decision onthe takeover.See the OVO-ROMfor the i-Glossory.�VIIUnderline the nouns in Exercise B that make partnerships with the verbs_IIII n pairs, describe the changes that have happened in a workplace youknow well.EXAMPLE:the office layout was reorganised23UNIT 3 •• CHANGEMercedes star twinkles once moreby Richard MilneThe Mercedes star is gleaming again.In 2002, it suffered as dramatic afall as any luxury brand CQuld, asit reported its first losses for nearly5 two decades and saw its qualityslip so far that newspapers werefull of stories of cars that kepi onbreaking down.'Mercedesshouldnotmake10 losses. That is absolutely clear,' saysDieter Zetsche, who became Headof Mercedes in September 2005and Chief Executive of its parentcompany, Daim ler, three months15 later.
'But we have great results nowand we are starting to change (heculture in many ways.'Indeed, so much has MercedeschangedthatIIIthreeyears20 ithas gone from the worstperforming of the large luxury carmakers to the trailblazer. Execlitivesat its bigger-selling rival BMW lookenviously at its 9 . I -per-cent return on25 sales last year (and even more so atthe 1 0 .4 per cent it made i n the fourthquarter - compared with BMW's 5.4per cent in the third quarter).Much of that turnaround is due30 to Mr Zetsche, famous for hiswalrus moustache. He was notthe first automotive executive totake on two jobs, but he has beenMercedes.shining starmone of the most successful with i t ,using h i s operational experience a tMercedes t o help h i m a t Daimler.Mr Zetsche says that combiningroles is essential for his managementstyle . He is also keen to stress that4{) Mercedes has a team approach.Mr Zetsche was hard from theoutset, cutting 1 4,500 jobs - 8,500 inproduction and 6,000 administrativestaff.
That broke the pattern of45 Mercedes providing a job for l i feto workers. But it had a dramaticeffect on the bottom line. Mr Zetschesays: 'Productivity gains don't getyou anything if you don't reduce50 personnel.' Mercedes' recent successis also l i nked 10 a big improvementin its product quality and the launch3555606570of some well-praised models, headedby the new C-Class saloon.' Mercedesis building cars that people wantto buy again and, for once, theyeven look better than BMWs,' saysone London-based analyst.The debate on reducing carbondioxide emissions could hit Mercedeshard.
But the company, for now, ischoosing to highlight the launch of20 fuel-efficient models this year.A l l of this has put a spring backin the step of a company that, inMr Zetsche's words, also acts as a' mirror on German society' . 11 hasalso restored lustre to Mr Zetsche'sstar, which was tarnished by the poorperformance of Chrysler, the US carmaker that was owned by Daimler.Read the first two paragraphs q uickly and decide if the statements aretrue (Tl or false ( F) , according to the article,1The fall of the Mercedes luxury brand was not as severe as other brands.2In2002, Mercedes' losses were its first for three decades.3In2002, Mercedes cars were famous for their reliability.4 Dieter Zetsche is the boss of Mercedes and Daimler.aFind words and phrases in the first five paragraphs of the article thatmean the same as the following,1 sudden and surprising2 a period of 10 years3 fa il ing4 the first company to develop new methods of doing something5someone that you compete wilh6 jealously7 a complete change from a bad situation to a good one824Ihe financial result of a company's business (i.e.
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